The Well Workplace Checklist...Your First Step In The Well Workplace Process

Size: px
Start display at page:

Download "The Well Workplace Checklist...Your First Step In The Well Workplace Process"

Transcription

1 WELCOA CHECKLIST T H E C U R R E N T S T A T U S O F Y O U R O R G A N I Z A T I O N A L W E L L N E S S I N I T I A T I V E S

2 Executive Summary At the Wellness Councils of America, we believe that worksite wellness programs have the power to change lives and transform organizations. And, for over a decade now, we have been helping organizations of all kinds to build world-class wellness programs-the kind of programs that both enhance employee health and well-being and also contribute to organizational outcomes. The Quest To Become One of America's Healthiest Companies The cornerstone of the Wellness Councils of America is the "Well Workplace" Awards process. This prestigious initiative recognizes quality and excellence in worksite health promotion. Driven by a rigid set of criteria, organizations of all kinds compete to be recognized as one of America's Healthiest Companies. Thank You For Completing The Well Workplace Checklist That's where the Well Workplace Checklist comes in-it's the first step in assessing the quality and comprehensiveness of your organizations wellness initiative. Indeed, by completing the 100+ questions, you have already taken important action in better understanding where your program excels and where it needs work. The Seven Benchmarks Of Workplace Wellness Success On the following pages you will find an in-depth report that provides you with section scores and itemized feedback on each of the seven important benchmarks that are characteristic of results-oriented programs. 1. Capturing Senior Level Support 2. Creating Cohesive Wellness Teams 3. Collecting Data To Drive A Results-Oriented Wellness Initiative 4. Crafting An Annual Operating Plan 5. Creating A Supportive Health Promoting Environment 6. Choosing Appropriate Interventions 7. Carefully Evaluating Program Outcomes The Well Workplace Checklist...Your First Step In The Well Workplace Process Again, by completing this online Checklist <http://www.welcoa.org/checklist/>, you have taken an important step toward assessing the quality and comprehensiveness of your organization's wellness initiative. It is important to understand that completing the Checklist is only the first step in significantly improving and upgrading your program. The Road Ahead Once you have read an analyzed the feedback contained in this report, we would encourage you to log on to to learn more about the process of building a results-oriented program and perhaps even completing an application to compete for the Bronze, Silver, Gold or Platinum Well Workplace Award for your organization. Copyright And Trademark Information The information contained in this report was developed by the Wellness Councils of America. The Well Workplace Checklist, Well Workplace University, and the Well Workplace Awards Initiative are copyrighted and trademarked programs of the Wellness Councils of America. Information may not be sold or used without the expressed, written permission of the Wellness Councils of America. 2

3 Y O U R R E S U L T S F O R B E N C H M A R K # 1 CAPTURING CEO SUPPORT

4 Benchmark #1: Capturing CEO Support The first benchmark of a results-oriented wellness program is strong senior level leadership. Indeed, it has been our experience at the Wellness Councils of America that when the CEO gets behind the wellness initiative things begin to change. From the information that you provided when you completed the Well Workplace Checklist your overall rating for senior level leadership support, the first of the seven benchmarks, is: Your Score: 68 In the pages that follow, you will learn more about how we arrived at this rating. To give you a bit of brief foreshadowing, we at the Wellness Councils of America believe that there are four characteristics that help to measure CEO support. These four characteristics include: 1.) your CEO's communication practices regarding wellness; 2.) your CEO's resource allocation practices; 3.) your CEO's delegation practices; and 4.) your CEO's personal health promotion practices. Your overall rating was derived from your answers that addressed each of these four characteristics. To learn more about your rating concerning senior level leadership, please review the information provided in this section of the report. A B O U T W E L C O A WELCOA was founded in 1987 as a national non-profit membership organization dedicated to promoting healthier life styles for all Americans, especially through worksite health promotion initiatives. WELCOA focuses on building Well Workplaces - organizations that are dedicated to the health of their employees. The Well Workplace process provides business leaders and members with a structure or blue print to help their organizations build results-oriented wellness programs. Ultimately these programs help employees make better lifestyle choices, and positively impact the organization's bottom line. 4

5 Senior Level Support Subsection 1: Our CEO's Communication Practices Regarding Wellness One characteristic of exemplary senior level support is communication. From a purely generic perspective, it is not difficult to understand why effective communication is a requirement for any leader who wishes to get things done. Without clear and regular communication from the organization's leader, people at all levels will struggle with what's important and what's a priority. This has certainly been the case with many wellness programs in all types of organizations throughout the United States. In fact, many organizations claim that wellness programs are "priority one," however their CEOs and senior level executives are virtually silent when it comes to communicating the importance of protecting and enhancing the health and well being of all people (and their families) throughout the organization. Plain and simple, from our experience over the last 10 years in helping companies to build results-oriented wellness programs, one thing is for sure, CEOs who communicate the wellness message clearly and frequently have more effective wellness initiatives. When it comes to effective communication on behalf of your CEO regarding your organization's wellness initiative, it is important to understand that there are four distinct levels of communication. The first is written correspondence. The second is CEO public addresses and presentations. The third way CEO's communicate wellness is by making it a part of the company's overall strategic plan. Perhaps the highest form of CEO communication is incorporating wellness and health management into the vision/mission of the company. An excellent example of strong CEO communication is Steve Martin of BlueCross BlueShield of Nebraska. To advance wellness throughout his organization of 1,000 employees, Steve communicates with written messages and has delivered numerous wellness presentations at "all employee" meetings. Most notably, Mr. Martin has incorporated wellness metrics into the company's Balanced Scorecard, as well as made it a part of the company's overall vision/mission statement. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for CEO communication of wellness initiatives is: CEO communication of wellness initiatives To improve your rating in this area, it is recommended by the Wellness Councils of America that you work with your CEO to develop written communications promoting the overall concept of wellness. In addition, you should provide assistance to your CEO in developing a signature presentation that he/she can deliver to all employees. It may be too big of leap to incorporate wellness into the organization's overall strategic plan or make wellness a part of the vision/mission statement of the organization, but it is something you should aspire to accomplish in the future. 5

6 Senior Level Support Subsection 2: Our CEO's Resource Allocation Practices Regarding Wellness The second characteristic of exemplary senior level support for wellness is resource allocation. For years, many business leaders and health experts have wrongly suggested that wellness programs ought not to cost any money or should require little resources up front. However, we now know from numerous studies that, in order to be effective, wellness initiatives do require a more substantial investment in order to improve employee health and ultimately contain modifiable health care costs within an organization. According to Dr. Ron Goetzel, a world-class expert on ROI, the ideal investment for an organizational wellness initiative is somewhere in the neighborhood of $100 - $150 per eligible employee per year. From an investment perspective, it is realistic to think that if you invest this amount you should return approximately $3:1 to $16:1 according to the health management literature. From a leadership perspective, it has been our experience that exemplary champions of worksite wellness programs will work hard to free up the resources necessary to keep employees healthy and productive. In terms of resource allocation, it is important to understand that there are four areas that the CEO must consider funding. These include staffing, programming, space, and time--keep in mind that each of these areas has a distinct dollar value associated with it. A CEO who has taken resource allocation very seriously is Ted Townsend of Townsend Engineering. For years, Mr. Townsend has made the case that if employees are to be healthy and productive, it is important to make sure that they have the opportunities available to them in order to accomplish this important goal. With that in mind, Ted has made available staff to lead the program, set aside generous amounts of space for wellness initiatives, funded results-oriented programs that bring about change, and eliminated barriers that keep people from participating. For this reason, Ted Townsend is one of the leading CEOs in the area of health and productivity. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for CEO resource allocation is: CEO resource allocation To improve your rating in this area, it is recommended by the Wellness Councils of America that you work with your CEO and senior level executives to help them understand the ideal level of investment necessary in order to bring about change. In addition, we would encourage you to begin identifying potential investment opportunities in the areas of staffing, space, time, and programming. Please understand, for many organizations, this investment is not possible from the outset. However, it is our recommendation that you start with an investment that is comfortable for your organization and consistently work toward reaching the $100 - $150 mark. 6

7 Senior Level Support Subsection 3: Our CEO's Delegation Practices Regarding Wellness The third characteristic of exemplary senior level support for wellness is delegation. Delegating responsibilities for wellness on behalf of the CEO is vitally important to any results-oriented wellness initiative. In fact, the more people who have been delegated formal responsibilities for the organization's wellness initiative, the more likely it is to succeed over time--and the more likely it is to become part of the organization's culture. Delegation can take place in a variety of ways. First, and most common, the CEO can encourage the formation of a volunteer wellness committee. This is an excellent "first step," however, volunteer initiatives often lose their luster when the schedule gets hectic or the organization falls on hard times. For this reason, formally delegating responsibilities is much preferred. The second way the CEO can delegate is to appoint a wellness team consisting of senior level executives. This is an excellent move as decision makers now have a vested interest in wellness. However, unless middle management and front line employees are involved, the wellness initiative can be perceived as "strong-arming" from the top. Therefore, the third and fourth ways to delegate responsibility is to include middle managers and front line employees. It has been our experience that when the CEO delegates to senior level executives, middle managers, and front line employees, wellness committees become very effective. Many CEOs have begun to delegate responsibilities for wellness throughout the organization's hierarchy. For example, Marc LeBaron, CEO of Lincoln Plating has made sure to involve all levels of his organization in planning and delivering wellness programs. For their efforts, Lincoln Plating has received WELCOA's Platinum Award--the highest award given for worksite wellness. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for CEO delegation is: CEO delegation To improve your rating in this area, it is recommended by the Wellness Councils of America that you continue to nurture your team members on a regular basis. Also be sure to monitor the team's composition so that all levels of the organization will be represented within this entity. And, be sure to keep your CEO current with respect to delegating responsibilities to new team members. Congratulations on developing an exemplary wellness team. 7

8 Senior Level Support Subsection 4: Our CEO's Health Promotion Practices Regarding Wellness The fourth characteristic of exemplary senior level support for wellness is role modeling. In order for any organizational change initiative to be effective, there has to be a champion. And when it comes to organizational wellness initiatives, that champion should be the CEO. In fact, when CEOs value healthy lifestyles and openly practice good health habits, the rest of the organization is likely to follow in their footsteps. For many years, CEOs attempted to preach good health to others but not practice it themselves. We found that this was a recipe for certain and stinging criticism. Bottom line: in order to be genuine in promoting health, CEOs need to embrace health as an individual priority. This does not mean that the CEO has to be a marathoner or a "health Nazi," it just means that they value health and well being and take steps to protect it. From our perspective, there are four elements of strong CEO role modeling. These elements include participating in an annual health risk appraisal, receiving an annual physical, regularly participating in company wellness offerings, and taking part in community wellness activities. One CEO who has taken role modeling to heart is J. Barry Griswell, Chairman, President, and CEO of The Principal Financial Group. In fact, as a result of taking personal health seriously, Barry was able to reduce his weight from 297 to 246 pounds (Barry is 6'9"), reduce his LDL cholesterol from 131 to 104, and raise his HDL cholesterol from 47 to 66. As a result of his leadership, employees from The Principal Financial Group were able to follow in his steps. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for CEO role modeling is: CEO role modeling To improve your rating in this area, it is recommended by the Wellness Councils of America that you focus on the four areas listed here to develop a comprehensive role modeling plan--be sure to get all four elements in place. First, work with your CEO to introduce them to the power of role modeling. Second, consider developing a wellness initiative for your CEO. This will help them to develop a personal health plan. Third, once your leader is on the road to practicing good health habits, you'll want to make sure that they take part in the company's wellness offerings. Fourth, get your CEO involved in community health and wellness activities. Not only will it be inspiring to your employees, but it will also raise the profile of the company exponentially. 8

9 Y O U R R E S U L T S F O R B E N C H M A R K # 2 WELLNESS TEAMS

10 Benchmark #2: Creating A Cohesive Wellness Team The second benchmark of a results-oriented wellness program is the creation and integration of a well-functioning team. The reason for teams is clear. Indeed, history is replete with stories of companies whose programs have failed because they have appointed full responsibility for the initiative to one individual. While it might appear to make sense from a cursory review, placing the responsibility for the organization's wellness initiative in one person's hands is a big mistake. Here's why. When person in charge of the wellness program burns out, gets promoted, or takes a new job, everything that was associated with your wellness program just walked out the door. As a result, the wellness program gets put on hold until someone new gets hired or worse yet, goes away altogether. Are we saying that hiring a full-time person is wrong? Absolutely not, in fact, it's ideal. However, we are saying that not involving other key members of the organization in the wellness initiative can be the kiss of death. In addition to the importance of diversifying the roles and responsibilities of the wellness team, the guidelines by which these key members adhere to are equally as important. From the information that you provided when you completed the Well Workplace Checklist your overall rating for wellness team cohesion, the second of the seven benchmarks, is: Your Score: 72 In the pages that follow, you will learn more about how we arrived at this rating. To give you a bit of brief foreshadowing, we at the Wellness Councils of America believe that there are two main characteristics that help to create a cohesive wellness team. These two characteristics include: 1.) your wellness team's history and composition and 2.) your wellness team's method of operation. Your overall rating was derived from your answers that addressed each of these two characteristics. To learn more about your rating concerning your wellness team, please review the information provided in this section of the report. 10

11 Wellness Team Subsection 1: Our Wellness Team's History and Composition The first characteristic of a successful wellness team is a strong history and proper composition of team members. Wellness teams are important because it is the people on these teams that actually get things done. When it comes to an organization's wellness team, we at the Wellness Councils of America believe that there are four elements associated with measuring the stability and composition of an effective group. These include: the overall length of time that the team has been in place; the number of members serving on the wellness team; the areas that team members represent; and the length of term or appointment for each member. An excellent example of a strong wellness team is the one assembled by Greater Omaha Packing Co. Inc. This Midwestern-based company has developed a nationally recognized wellness initiative--and its team is the heart and soul of the endeavor. With representation from the executive ranks all the way to front line employees, this team has a long history of working together and the diversity of the team has resulted in a wellness program that has endured over the years and achieved great things. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for your wellness team's history and composition is: Wellness team history and composition To improve your rating in this area, it is recommended by the Wellness Councils of America that you focus on the four areas listed here to develop a cohesive and properly represented wellness team--be sure to get all four elements in place. First, expend effort to keep your wellness team together. From our experience, the longer your wellness team is in place, the greater the likelihood of institutionalizing the wellness program. Unfortunately, many companies neglect their wellness teams and consequently have to re-establish them every two to three years--don't let your team fall apart. Second, increase the number of people serving on your wellness team. An ideal size team is anywhere from 9-15 members. However, if you're a smaller company, a smaller team may have to suffice--believe it or not, it's not unusual to have large wellness teams even in small companies. Third, expand your representation to include input from areas like Human Resources, Benefits, Occupational Health, Communications, Safety, IT, and Finance. Even better, is the inclusion of your health care and insurance providers from the outside world. Fourth, appoint team members to specific terms--a two year term is good but a three to five year term may be even better. 11

12 Wellness Team Subsection 2: Our Wellness Team's Method of Operating The second characteristic of a successful wellness team is the actual method of how the wellness team operates. As with any effective team, it is important to make sure that the right people are at the table, but it is equally important to make sure that the right people are doing the right things. This is the essence of this second characteristic. Like the first characteristic, there are four elements that can be used in determining how effectively an organization's wellness team is functioning. The first is the presence of team leadership. The second is the actual responsibilities that the team is charged with. The third is the frequency in which the team meets. And the fourth is whether or not the team has a regular agenda to which it adheres. An excellent example of great teamwork--the right people doing the right things--is Lab Safety Supply, Inc. Located in Janesville, WI, this Platinum award winning company has developed a superior team functioning under the leadership of people like Jan Bruss and Tim Markus. With 770 employees, this wellness team has developed concrete approaches that have resulted in health improvement for employees and cost containment for the organization. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for your method of operating is: Wellness team method of operating To improve your rating in this area, it is recommended by the Wellness Councils of America that you focus on the four areas listed here to develop a team that operates with the right people who do the right things--be sure to get all four elements in place. First, appoint a team leader. It would be ideal if this team leader has a background in health promotion and answers directly to a senior level executive. Second, expand the responsibilities of the team to include data collection, planning, high risk and low risk programming, environmental modifications, and monitoring outcomes. Third, ensure that your team meets at least six times per year--monthly would be even better. And fourth, make sure that your team has a preplanned agenda each and every time the team gets together. 12

13 Y O U R R E S U L T S F O R B E N C H M A R K # 3 COLLECTING DATA

14 Benchmark #3: Collecting Data To Drive A Results-Oriented Wellness Initiative The third benchmark of a results-oriented wellness program is the collection of data. Data collection may very well be the most important benchmark in the entire Well Workplace process. From our perspective, many companies are just beginning to wrestle with the idea of collecting the right kinds of data and creating databases by which this information can be analyzed and monitored. Although collecting data can be a cumbersome challenge, it will get much easier in the future as health systems, insurance companies, and other health promotion providers will be routinely offering these services. For now, it is important--indeed essential--that if you are interested in creating a wellness program that has the capability of containing costs and improving employee health, data needs to be an integrated component. There are four subsections of this benchmark. These subsections include: 1.) organizational data which includes things like modifiable health care claims and demographics; 2.) employee health data which includes things like health risk appraisal information and health screening data; 3.) physical environment data which includes things like workstation ergonomics, cafeteria set up, and heating/ventilation; and 4.) employee protection and productivity data which includes things like absenteeism, disability, and workers' compensation data. When taken together, these four data collection components become very powerful in providing you with objective data by which rational and strategic decisions can be made. From the information that you provided when you completed the Well Workplace Checklist your overall rating for data collection, the third of the seven benchmarks, is: Your Score: 73 In the pages that follow, you will learn more about how we arrived at this rating. To give you a bit of brief foreshadowing, we at the Wellness Councils of America believe that there are four main components that help to drive data collection efforts. As mentioned above, these four components include: 1.) organizational data; 2.) employee health data; 3.) physical environment data; and 4.) employee protection and productivity data. Your overall rating was derived from your answers that addressed each of these four components. To learn more about your rating concerning your data collection efforts, please review the information provided in this section of the report. 14

15 Data Collection Subsection 1: Our Organizational Data Collection Efforts The first component of successful wellness data collection pertains to your organization as a whole. Specifically, if you are charged with creating a results-oriented wellness program, it is essential to collect health promotion data as it relates to your organization. By collecting this important information you will gain an entirely new and objective perspective as to how "healthy" your company really is. There are four types of organizational data that should be collected every 12 to 24 months. The first analysis that should be done is a review of the organization's demographics. In fact, much can be learned by simply analyzing the population demographics of your workforce. The second analysis that should be done is a modifiable medical claims analysis. This analysis will allow you to pinpoint the amount of "preventable" health care dollars your organization is spending each year. The third analysis that should be completed is a corporate health culture audit. This analysis will allow you to obtain a better perspective as to what the health norms and values are within your organization. The final analysis that should be completed is an examination of employee productivity/presenteeism/engagement. This analysis will allow you to understand specifically how much your organization is losing in terms of poor productivity or unhappy people. An excellent example of a company that routinely collects this type of data is Union Pacific Railroad located in Omaha, NE. This organization, consisting of more than 45,000 employees, makes it a point to gather and analyze this type of data. As a result of these practices, Union Pacific Railroad has perhaps the most data driven program in the country. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for organizational data collection is: Organizational data collection To improve your rating in this area, it is recommended by the Wellness Councils of America that you concentrate on collecting all four types of organizational data. By gathering these types of data your wellness initiative will become data driven. Indeed, you will have concrete information in front each of your wellness team members as well as data that can be shared with senior level executives. Certainly, it takes resources and significant commitment to collect these types of data every 12 to 24 months, however, the payoffs will be substantial. In fact, you will be able to create a data dashboard that can be monitored longitudinally over time. This is important for any company, large or small, that is interested in creating a results-oriented wellness program. 15

16 Data Collection Subsection 2: Our Employee Data Collection Efforts The second component of successful wellness data collection pertains to your employee population. When combined with your organizational data, information on the health practices, knowledge, interests, and status of your employee population can be very powerful. By collecting this type of data, you will begin an important process of keeping your finger on the pulse of the health and well being of your employee population as a whole. With respect to your employee population, there are four types of data that should be collected. The first is a health interest survey. This survey can be a simple, one-paged instrument that allows you to better gauge what types of programs your employees are interested in. The second type of data that should be collected is a health risk appraisal. By offering an HRA, you can gather population health data as well as provide your employees with information on their health status. The third type of data that can be collected is health screening information (e.g. blood pressure, cholesterol, etc.) and can be gathered at employee health fairs. The fourth and final type of data that can be collected is health knowledge. This can be very useful as it allows you to understand how much your employee population knows about their well being. These four types of employee health data should be collected every 12 to 24 months. In addition, data can be collected on spouses and retirees as well. An excellent example of a company that collects this type of employee data is Nebraska Health System. This organization consistently monitors this type of information at regular intervals. For their efforts, NHS has received WELCOA's Platinum award for excellence in health promotion programming. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for employee data collection is: Employee data collection To improve your rating in this area, it is recommended by the Wellness Councils of America that you continue gathering these types of data. From our perspective, your organization has made significant inroads in the employee health data collection area and your employee health data collection practices are consistent with some of the healthiest companies in America. To keep your program at this level of excellence it is important that you continue to collect and monitor this type of data--congratulations. 16

17 Data Collection Subsection 3: Our Environmental Data Collection Efforts The third component of successful wellness data collection pertains to your organization's physical environment. According to recent health research, the organization's physical environment can have a powerful influence on employee health status. With this in mind, the goal of this type of data collection is to better understand how "healthy" your physical environment is and what will ultimately need to be done to improve and/or maintain it. There are four environmental components of your organization that should be analyzed. The first has to do with individual workstations. It is important to analyze the work that your employees are engaged in and if it is ergonomically protected. Second, a facility assessment that analyzes heating and cooling, ventilation, safety, and lighting should also be conducted. The third analysis that needs to be completed is a review of your present benefit plan. Although this particular analysis does not look at the physical environment per se, it does look at a component (i.e., the benefit plan) that will greatly impact how your employees interact with the environment. The fourth component of your organization's physical environment that should be analyzed is the cafeteria, vending machines, and/or physical activity centers. An excellent example of a company that collects this type of physical environment data is ConAgra Foods. This Fortune 500 Company has developed exemplary physical environments for their employees. From carefully thought out cafeterias to comfortable physical spaces, ConAgra Foods is a leader in the arena of "healthy" physical environments. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for physical environmental data collection is: physical environmental data collection To improve your rating in this area, it is recommended by the Wellness Councils of America that you continue gathering these types of physical environmental data. From the information that you provided in the Well Workplace Checklist, it is evident that your organization is committed to analyzing your physical working environment. Your data collection practices in this area are consistent with some of the healthiest companies in America. Congratulations. 17

18 Data Collection Subsection 4: Our Employee Protection Data Collection Efforts The fourth component of successful wellness data collection pertains to the gathering of employee protection and productivity data. There are four types of data that should be collected with respect to employee protection and productivity. First, an analysis of employee absenteeism records is recommended. Second, the organization should conduct and analysis of disability claims that were incurred in the previous 12 to 24 to 36 months. Third, the organization should collect and analyze data pertaining to injuries and accidents that occured at the worksite. Finally, the organization should look at workers' compensation claims. Although many organizations have chosen not to analyze this type of data, it has been our experience that more and more employers are interested in learning more and monitoring these important areas. With this in mind, it is suggested that organizations collect and monitor this data within a 12 to 24 to 36 month timeframe. One organization that has excelled in this area is Gallup. This world-class organization monitors employee engagement information and then extrapolates the findings to address absenteeism, employee health and other important productivity indicators. In fact, Gallup has written extensively about its findings concerning the benefits of employee engagement. Based on the information you provided in the Well Workplace Checklist, your organization's overall rating for employee protection and productivity data collection is: Employee protection and productivity data collection To improve your rating in this area, it is recommended by the Wellness Councils of America that you concentrate on collecting all four types of employee protection and productivity data. By gathering these types of data your wellness initiative will become more in tune with your organization's productivity and related costs associated with absenteeism and injured and/or disabled employees. To be ultimately in step with the cadre of America's healthiest companies, this information should be collected every 12 to 24 to 36 months. If your organization does not have access to this type of data or is not presently monitoring these four areas, we would encourage you to do so. 18

19 Y O U R R E S U L T S F O R B E N C H M A R K # 4 OPERATING PLAN

20 Benchmark #4: Crafting An Annual Operating Plan The fourth benchmark of a results-oriented wellness program is the crafting of an annual operating plan. The operating plan is the central document that serves as the key piece of communication as to what your program will accomplish. Believe it or not, many organizations underestimate the value and utility of the wellness operating plan. Specifically, the operating plan is important for a variety of reasons. First, the operating plan will provide organizational and individual "alignment." By alignment, we mean that all of the important players will be moving in the same direction looking to accomplish unified goals. Without an operating plan, many times organizations will suffer from fragmentation as each key player will go their own way and do their own thing. Put succinctly, the operating plan keeps everybody moving in the same direction. Secondly, the operating plan allows for organizational and individual "empowerment." Because individuals will have important tasks, responsibilities, and priorities, the operating plan will allow everyone to accomplish their specific tasks while at the same time maintaining alignment. Indeed, alignment and empowerment are the key elements that create results. Without a well-developed operating plan, you run the risk of not being able to systematically achieve your desired outcomes. While empowerment and alignment are important reasons for developing a carefully crafted operating plan, they are not the only ones. Indeed, the operating plan will also serve as an excellent and accountable communication with your organization's senior level executives. To be sure, nothing speaks louder to organizational decision makers than a well constructed operating plan that outlines clear and concise outcomes and return on investment. Finally, the operating plan is especially important in the event of turnover in key positions related to your company's wellness initiative. In fact, if you don't have an operating plan, and you lose a key member of your initiative, you generally have to go back and spend a significant amount of time, energy, and resources, reorienting a new person with what's already been done. From the information that you provided when you completed the Well Workplace Checklist your overall rating for your operating plan, the fourth of the seven benchmarks, is: Your Score: 25 20

Internal Wellness Programs in the Corporate Environment: Success and Failures

Internal Wellness Programs in the Corporate Environment: Success and Failures Internal Wellness Programs in the Corporate Environment: Success and Failures Elizabeth Campbell, MPH, ATC Wellness/Fitness Supervisor BlueCross BlueShield of South Carolina Objectives Introduce several

More information

5/11/2015. Seven Benchmarks of a Successful Worksite Wellness Program. Benchmark #1 Capturing Senior Level Support

5/11/2015. Seven Benchmarks of a Successful Worksite Wellness Program. Benchmark #1 Capturing Senior Level Support Healthcare costs are an issue of significant concern. Much of the illness in the U.S. is directly preventable. With over 60% of Americans in the workforce, it is an is an ideal setting to address health

More information

Workplace Well-Being Award. Application Guide

Workplace Well-Being Award. Application Guide Workplace Well-Being Award Application Guide Dear Kennebec Valley Worksite, In an effort to recognize businesses in the greater Kennebec Valley that are committed to improving the health and well-being

More information

Workplace Wellness: An Employer s Guide to Promoting Wellness at the Workplace

Workplace Wellness: An Employer s Guide to Promoting Wellness at the Workplace Workplace Wellness: An Employer s Guide to Promoting Wellness at the Workplace Wellness issues important to you brought to you by the insurance specialists at JRG Advisors, LLC. There are many different

More information

Starting a Wellness Committee at Your Worksite

Starting a Wellness Committee at Your Worksite Starting a Wellness Committee at Your Worksite Benefits of a Wellness Program Wellness is about empowering all of your employees, regardless of current health status, to be as healthy as they can be. A

More information

Creating a Workplace Wellness Committee

Creating a Workplace Wellness Committee Creating a Workplace Wellness Committee A Toolkit for Employers Congratulations! By choosing to implement a Workplace Wellness Program you are making a smart investment in the health and productivity of

More information

Understand and Leverage the Link Between Employee Wellness and Workers Compensation

Understand and Leverage the Link Between Employee Wellness and Workers Compensation Understand and Leverage the Link Between Employee Wellness and Workers Compensation Presented by: Amy Richter, Wellness Consultant John Fuhs, VP Business Development Would You Agree? Healthier people are

More information

Illinois Healthy Worksite Designation

Illinois Healthy Worksite Designation Illinois Healthy Worksite Designation Recognizing Workplaces That Make Employee Health a Priority SPONSORS This project is part of the Illinois Department of Public Health s We Choose Health Initiative,

More information

Workplace wellness toolkit: Developing your own workplace wellness plan

Workplace wellness toolkit: Developing your own workplace wellness plan Workplace wellness toolkit: Developing your own workplace wellness plan Introduction If your company isn t doing a lot to promote or support workplace wellness, getting started can seem daunting. The good

More information

Blue Cross Blue Shield of Michigan is a nonprofit corporation and independent licensee of the Blue Cross and Blue Shield Association.

Blue Cross Blue Shield of Michigan is a nonprofit corporation and independent licensee of the Blue Cross and Blue Shield Association. Blue Cross Blue Shield of Michigan is a nonprofit corporation and independent licensee of the Blue Cross and Blue Shield Association. Why tackle workplace wellness? Costly chronic health issues (diabetes

More information

Wellness leadership: culture + strategy = results!

Wellness leadership: culture + strategy = results! Wellness leadership: culture + strategy = results! Bryce Williams, Vice President, Well-Being Blue Shield of California costs health blueshieldca.com Wellness leadership 2 Employers are the ultimate purchasers

More information

Oswald Wellness Playbook. Program Measurement

Oswald Wellness Playbook. Program Measurement Oswald Wellness Playbook Program Measurement Health management starts with health measurement. Introduction Health management starts with health measurement. Quality assurance through appropriate measurement

More information

STRATEGIES FOR A SUSTAINABLE WELLNESS PROGRAM. Sue Blankenhagen and Jennifer Piliero May 9, 2014

STRATEGIES FOR A SUSTAINABLE WELLNESS PROGRAM. Sue Blankenhagen and Jennifer Piliero May 9, 2014 STRATEGIES FOR A SUSTAINABLE WELLNESS PROGRAM Sue Blankenhagen and Jennifer Piliero May 9, 2014 Agenda Key Industry Trends Elements of a Successful Wellness Program Five Strategies to Develop a Sustainable

More information

Creating a Wellness Council

Creating a Wellness Council Creating a Wellness Council Step One: Management Support and Participation One of the most important factors in the success of a Wellness Council is the extent and nature of support given to the council

More information

Supporting Women in Leadership

Supporting Women in Leadership June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from

More information

Corporate Health Initiatives: An Overlooked HR Tool

Corporate Health Initiatives: An Overlooked HR Tool Serving the Vending, Coffee Service and Foodservice Management Industries Corporate Health Initiatives: An Overlooked HR Tool Health Care Costs to Employers Employers have been hit hard by the soaring

More information

Making Wellness Successful and Profitable. Debra Wein, MS, RD, LDN, CWPD President and Founder

Making Wellness Successful and Profitable. Debra Wein, MS, RD, LDN, CWPD President and Founder + Making Wellness Successful and Profitable Debra Wein, MS, RD, LDN, CWPD President and Founder + My History Began working in worksite wellness in the early 1990s in NYC. At WW, we have worked with companies

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

Research Brief. Impact of a comprehensive population health management (PHM) program on health care costs

Research Brief. Impact of a comprehensive population health management (PHM) program on health care costs Impact of a comprehensive population health management (PHM) program on health care costs Page 2 Analyzing the return on investment of comprehensive wellness programs why it matters This study is important

More information

Wellness Strategies. Use and Management of Downsizing to Improve Employee Health, Performance and the Bottom Line. SHRM Foundation Executive Briefing

Wellness Strategies. Use and Management of Downsizing to Improve Employee Health, Performance and the Bottom Line. SHRM Foundation Executive Briefing SHRM Foundation Executive Briefing Wellness Strategies Use and Management of Downsizing to Improve Employee Health, Performance and the Bottom Line By David Chenoweth, Ph.D., FAWHP Sponsored by HUMANA

More information

Strategic Executive Coaching: An Integrated Approach to Executive Development

Strategic Executive Coaching: An Integrated Approach to Executive Development Strategic Executive Coaching: An Integrated Approach to Executive Development A new concept in executive coaching is leading companies to fully utilize the talent they have to drive organizational strategy

More information

HEALTH MANAGEMENT TOOLKIT SMALL BUSINESS SOLUTIONS

HEALTH MANAGEMENT TOOLKIT SMALL BUSINESS SOLUTIONS HEALTH MANAGEMENT TOOLKIT SMALL BUSINESS SOLUTIONS www.mma-newengland.com Table of Contents Small Business Solutions: Health Management Overview 1 Getting Started: Health Management at Work 2 Health Management

More information

How Non-profit Boards can Effectively Utilize Committees

How Non-profit Boards can Effectively Utilize Committees How Non-profit Boards can Effectively Utilize Committees November, 2011 We transform our community together. SVP Boulder County is a fund of The Community Foundation www.svpbouldercounty.org 303.442.0436

More information

Service Development Lifecycle

Service Development Lifecycle How to Invent a Service Product by David Birnbaum, Pacific Horizon Group Background Perhaps your product support organization is like many others: you've been successfully delivering break/fix product

More information

Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program

Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program Whatever your company size or budget, there are things you can do to improve the health and productivity

More information

WEB VOLUME 6, N UMBER 7. infopoint.welcoa.org LINK

WEB VOLUME 6, N UMBER 7. infopoint.welcoa.org LINK VOLUME 6, N UMBER 7 IN THIS ISSUE: In this issue of Absolute Advantage, we zero in on the concept of carefully crafting an operating plan. Specifically, we ve outlined the importance of planning as well

More information

A Population Health Management Case Study The Wellness Challenge

A Population Health Management Case Study The Wellness Challenge A Population Health Management Case Study The Wellness Challenge What we ve learned about criteria-based health incentive programs in the past 18 years Ron Burt, M.Ed. Director, Health Management HealthForce

More information

TotalCare Wellness Programs Reduce Health Care Costs and Improve Productivity

TotalCare Wellness Programs Reduce Health Care Costs and Improve Productivity TotalCare Wellness Programs Reduce Health Care Costs and Improve Productivity Up to 70% of an employer s health care spending is attributed to unhealthy lifestyle behaviors Poor Health Behaviors Drive

More information

Click here to visit EPIC's updated website featuring our three services: Outsourcing, Consulting and Managed Services > EPIC Connections.

Click here to visit EPIC's updated website featuring our three services: Outsourcing, Consulting and Managed Services > EPIC Connections. Welcome to This Month's Insights In this issue: Featured Articles: "Removing Language Barriers...Improving the Customer Experience", "Selecting the Right Phone Append Process","Leveraging Big Data to Improve

More information

The Change Leader s Roadmap Methodology

The Change Leader s Roadmap Methodology World Leaders in Transformation The Change Leader s Roadmap Methodology Article (Task I.D.4) A good change consultant s primary job is to catalyze insight and clear thinking in their clients so they are

More information

Health Management: Creating & Managing a Successful Wellness Program. Presented by Erick Hathorn, Health Management Practice Leader

Health Management: Creating & Managing a Successful Wellness Program. Presented by Erick Hathorn, Health Management Practice Leader Health Management: Creating & Managing a Successful Wellness Program Presented by Erick Hathorn, Health Management Practice Leader 1 Today s Agenda Why Wellness Today s Reality Healthcare is Changing Case

More information

Successful Wellness Program

Successful Wellness Program 6 Key Steps TO A Successful Wellness Program by Don Hall, DrPH, CHES 2 6 KEY STEPS TO A SUCCESSFUL WELLNESS PROGRAM What Are the Benefits of Wellness? You certainly know the consequences of not feeling

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

TACKLING POPULATION HEALTH MANAGEMENT with Worksite Wellness & Community Outreach

TACKLING POPULATION HEALTH MANAGEMENT with Worksite Wellness & Community Outreach TACKLING POPULATION HEALTH MANAGEMENT with Worksite Wellness & Community Outreach APRIL 2015 THE PRESIDENT S MESSAGE Daniel T. Yunker Why do we need population health management in the health care delivery

More information

15 Principles of Project Management Success

15 Principles of Project Management Success 15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.

More information

Zero Trends: Health as a Serious Economic Strategy

Zero Trends: Health as a Serious Economic Strategy Zero Trends: Health as a Serious Economic Strategy Realizing the promise and Competitive Advantage of: Creating and Maintaining a Thriving and Sustainable Workplace and Workforce Edington Associates LLC

More information

GE Capital Succession or failure: Why succession planning is key to long-term success

GE Capital Succession or failure: Why succession planning is key to long-term success Succession or failure: Why succession planning is key to long-term success viewpoint Succession or failure: Why succession planning is key to long-term success GE is well known for its exhaustive and systematic

More information

Consider the spectrum of corporate wellness plans ranging from: to BETTER. to BEST

Consider the spectrum of corporate wellness plans ranging from: to BETTER. to BEST Healthy Solutions of Sun Valley Corporate Wellness White Paper: Seven Benchmarks for Success In Mountain Mantras: Wellness and Life Lessons from the Slopes, I advocate a positive, incremental approach

More information

CONNECTING YOUR BENEFIT PROGRAMS WITH YOUR BUSINESS NEEDS

CONNECTING YOUR BENEFIT PROGRAMS WITH YOUR BUSINESS NEEDS A unique firm focused on the future of your business. As a partner, we sit beside you, behind you, or in front of you, committed to your success. EMPLOYEE 2014 Survey Results On Wellness Benefits BENEFIT

More information

Worksite Wellness Criteria and Guidelines

Worksite Wellness Criteria and Guidelines Worksite Wellness Criteria and Guidelines Welcome to Fitness For Life Around Grant counties (FFLAG) Worksite Wellness Award Initiative. The Worksite Wellness Award is designed to honor worksites which

More information

How to Increase Value on Investment for Your Wellness Program

How to Increase Value on Investment for Your Wellness Program How to Increase Value on Investment for Your Wellness Program A Real World Case Study 2016 Health Designs. All rights reserved. Introduction Onsite Intrinsic Coaching Improves Health, Well-Being and Job

More information

APPLICATION FORM. Large Organizations. Community Champions. nurick@excelahealth.org

APPLICATION FORM. Large Organizations. Community Champions. nurick@excelahealth.org APPLICATION FORM Title of Entry: Worksite Wellness A Key to Population Health Division: Large Organizations Award: Community Champions Entrant s Name and Title: Nancy Urick, MSN, RN Manager Community &

More information

Mental Health at Work. Champion of Excellence for Mental Health at Work

Mental Health at Work. Champion of Excellence for Mental Health at Work Champion of Excellence for Mental Health at Work Introduction to Mental Health at Work Excellence Canada s Mental Health at Work program serves as a roadmap for organizations in any sector that wish to

More information

WELLNESS COMMITTEE GUIDE

WELLNESS COMMITTEE GUIDE WELLNESS COMMITTEE GUIDE WELLNESS COMMITTEE GUIDE TABLE OF CONTENTS I. What Is a Worksite Wellness Program?... 1 II. What Is a Worksite Wellness Committee?... 3 III. Establishing and Maintaining... 5 a

More information

Implementing Mobile Health Programs

Implementing Mobile Health Programs Implementing Mobile Health Programs By William Tella, President and Chief Executive Officer, GenerationOne Over a period of just 10 years, people across the globe have changed the basic nature of their

More information

How to Start a Worksite Wellness Program. A Wellness Tool Kit. Designed by. PeaceHealth St. John Medical Center Wellness Program

How to Start a Worksite Wellness Program. A Wellness Tool Kit. Designed by. PeaceHealth St. John Medical Center Wellness Program How to Start a Worksite Wellness Program A Wellness Tool Kit Designed by PeaceHealth St. John Medical Center Wellness Program 1. Develop Upper Level Management Support Goal: Establish a worksite wellness

More information

New Employee Onboarding Checklist

New Employee Onboarding Checklist New Employee Onboarding Checklist Combat new employee challenges and increase staff engagement and retention. Implement a robust onboarding program. Use this checklist to make sure your new hire quickly

More information

Build It and They Will Come: Employee Wellness Programming that Works

Build It and They Will Come: Employee Wellness Programming that Works Build It and They Will Come: Employee Wellness Programming that Works Kristi Bracewell, BSc Certified Worksite Wellness Manager Owner, Totasola, LLC Fundamentals Understand the importance of developing

More information

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model 2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY

More information

3 DEVELOP A SHARED VISION, MISSION, AND

3 DEVELOP A SHARED VISION, MISSION, AND MISSION AND GOALS 34 3 DEVELOP A MISSION, AND GOALS When organizations or individuals decide to join forces and work as a partnership, they do so with a purpose in mind. While the individual partners may

More information

Superior Sales Management

Superior Sales Management Superior Sales Management The Pivotal Skill The success of a company is based on many things, but there is no more important job than that of the sales manager. It is the pivotal position in any company

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

Corporate Wellness Programs

Corporate Wellness Programs The StayFit Plan a division of Simplicity Health Plans Background The rising cost of healthcare has forced employers to look for a variety of alternative health and welfare solutions to improve the health

More information

Wellness Program Return on Investment: How To Prove Value To Senior Management

Wellness Program Return on Investment: How To Prove Value To Senior Management Wellness Program Return on Investment: How To Prove Value To Senior Management Copyright 2006. All rights reserved. This report has been provided by the editors of Wellness Program Management Advisor,

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM

FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM FIRST WHO, THEN WHAT In Jim Collins NY Times Best Seller, Good to Great, there s a chapter called First Who, Then What. In it,

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

THEME: VALUING GOODWILL

THEME: VALUING GOODWILL THEME: VALUING GOODWILL By John W. Day, MBA ACCOUNTING TERM: Goodwill Goodwill is the difference between the value of a business enterprise as a whole and the sum of the current fair values of its identifiable

More information

Process and Results. The Twin Challenges of Performance Management

Process and Results. The Twin Challenges of Performance Management Process and Results The Twin Challenges of Performance Management By Dennis E. Coates, Ph.D. A large, exclusive retirement community began using performance appraisal several years ago. Although the completed

More information

Can you afford to start a wellness program? Or is it can you afford not to?

Can you afford to start a wellness program? Or is it can you afford not to? Why Wellness? Can you afford to start a wellness program? Or is it can you afford not to? In the early days of wellness, lifestyle programs were considered a nice perk for employees. But today, implementing

More information

CERTIFIED MANAGER COURSE SUBJECT HANDBOOK. Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager

CERTIFIED MANAGER COURSE SUBJECT HANDBOOK. Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager COURSE SUBJECT HANDBOOK CUSTOMER SERVICE INSTITUTE OF AMERICA CERTIFIED CUSTOMER SERVICE MANAGER Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager contents

More information

Corporate Wellness Programs A Guide to Strategic Design

Corporate Wellness Programs A Guide to Strategic Design Background The rising cost of healthcare has forced employers to look for a variety of alternative health and welfare solutions to improve the health of their employee population, improve productivity

More information

Compiled and interpreted by Kathy Wright, CPCE Special Events Coordinator, Nasher Museum of Art at Duke University, kathleen.wright@duke.

Compiled and interpreted by Kathy Wright, CPCE Special Events Coordinator, Nasher Museum of Art at Duke University, kathleen.wright@duke. If you were writing a blog entry about event planning for the other planners on your campus, what would you write about? Why would you choose this subject? Many suggestions for blog topics seemed to fall

More information

By Jack Phillips and Patti Phillips How to measure the return on your HR investment

By Jack Phillips and Patti Phillips How to measure the return on your HR investment By Jack Phillips and Patti Phillips How to measure the return on your HR investment Using ROI to demonstrate your business impact The demand for HR s accountability through measurement continues to increase.

More information

WEEK SIX Performance Management

WEEK SIX Performance Management WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary

More information

A Sleeves up Approach 1. Managing Neck Deep: A Sleeves up Approach to Academic Leadership. Presentation Team:

A Sleeves up Approach 1. Managing Neck Deep: A Sleeves up Approach to Academic Leadership. Presentation Team: A Sleeves up Approach 1 Managing Neck Deep: A Sleeves up Approach to Academic Leadership Bio: Jennifer Schardt, Faculty Chair Presentation Team: Jennifer Schardt is a full-time faculty member at Central

More information

Thank You! Contents. Promoting SmartDollar... 3. Implementing SmartDollar... 4. SmartDollar Resource Center... 6. Internal Communications...

Thank You! Contents. Promoting SmartDollar... 3. Implementing SmartDollar... 4. SmartDollar Resource Center... 6. Internal Communications... Promotion Guide Thank You! Thank you for adding SmartDollar to your benefits program. You are changing lives by helping your employees take control of their money and get on track for retirement! SmartDollar

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

WHITE PAPER Wellness that Works

WHITE PAPER Wellness that Works WHITE PAPER Wellness that Works How program integration can maximize participation and create a culture of total health and wellness Written by the behavioral experts at eni www.eniweb.com Successfully

More information

Wellness at Work: Proving the Value of Health

Wellness at Work: Proving the Value of Health Wellness at Work: Proving the Value of Health Introduction Wellness at Work: Proving the Value of Health is the by-product of a live Web event presented by WageWorks and Summit Health. It is intended to

More information

Employee Engagement White Paper

Employee Engagement White Paper Employee Engagement White Paper Moving Past the Corporate Catch Phrase - Delivering On -Target Results U N I Q U E FA C T O R S Establishing and strengthening emotional bonds between the organization and

More information

Show Me the Money! A Guide to Creating a. Scalable Sales. (http://labs.openviewpartners.com) (http://labs.openviewpartners.

Show Me the Money! A Guide to Creating a. Scalable Sales. (http://labs.openviewpartners.com) (http://labs.openviewpartners. (http://labs.openviewpartners.com) (http://labs.openviewpartners.com/about/) Home (http://labs.openviewpartners.com) HR & People (/category/hr-people/) Show Me the Money! A Guide to Creating a Scalable

More information

GLOBA MAGAZINE. By Les C. Meyer, MBA and Ronald Parton, MD, MPH

GLOBA MAGAZINE. By Les C. Meyer, MBA and Ronald Parton, MD, MPH Gentlemen, Start Your Engines! By Les C. Meyer, MBA and Ronald Parton, MD, MPH In the eyes of a CEO, businesses create jobs, innovate, manufacture and provide the services that drive economic growth. Yet

More information

The New Customer Experience Manifesto. How to Create a Customer Experience Board

The New Customer Experience Manifesto. How to Create a Customer Experience Board The New Customer Experience Manifesto How to Create a Customer Experience Board How to Create a Customer Experience Board If you agree delivering superior customer experience is vital to your business,

More information

Employee Wellness in La Crosse Area Small Businesses

Employee Wellness in La Crosse Area Small Businesses Employee Wellness in La Crosse Area Small Businesses Nichole Logan Faculty Sponsor: Gwen Achenreiner, Department of Marketing ABSTRACT Worksite health promotion is increasing as businesses are becoming

More information

Employee Engagement Survey Results. Sample Company. All Respondents

Employee Engagement Survey Results. Sample Company. All Respondents Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement

More information

Section 1: Introduction to the Employee Satisfaction Roll Out Process 3

Section 1: Introduction to the Employee Satisfaction Roll Out Process 3 TABLE OF CONTENTS: Section 1: Introduction to the Employee Satisfaction Roll Out Process 3 Section 2: The Survey Roll Out Process Defined... 4-15 1: Survey Completed And Data Collected. 4 2: Leaders Trained

More information

Worksite Wellness. Small Steps to Healthier Employees. Brought to you by: J D Fulwiler & Co. Insurance

Worksite Wellness. Small Steps to Healthier Employees. Brought to you by: J D Fulwiler & Co. Insurance Worksite Wellness Small Steps to Healthier Employees Brought to you by: J D Fulwiler & Co. Insurance Health Care Facts The United States spends more on health care than any other country in the world annually.*

More information

Bringing wellness back to the workplace

Bringing wellness back to the workplace Bringing wellness back to the workplace Page 1 In today s competitive marketplace, employers are not only looking for ways to manage rising health care costs, but they are also recognizing the important

More information

State Wellness Program

State Wellness Program The State Wellness Program EBC works hard to balance benefit levels, cost, and choice. However, successfully managing health benefits today involves more than plan design and cost management. It involves

More information

USBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors

USBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors USBC Onboarding Program Module 2: Orientation to the USBC Board of Directors 2014. Not to be distributed or reproduced without the express permission of BoardSource. 1 Welcome to the USBC Board of Directors!

More information

Wellness for Life Program Overview and Results

Wellness for Life Program Overview and Results Wellness for Life Program Overview and Results A core component of our employee Wellness for Life initiative is the Rewards Program. The Rewards program is housed on our own internally developed SuperWell

More information

Department of Human Resources FY 2009-2013 Strategic Plan

Department of Human Resources FY 2009-2013 Strategic Plan Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human

More information

Setting up a. Wellness Program. A Checklist for Success

Setting up a. Wellness Program. A Checklist for Success Setting up a Wellness Program A Checklist for Success About This Checklist This publication, a companion to the Guide to Workplace Wellness, provides a step-by-step guide to initiate a business strategy

More information

No Surprises. in Volunteer Management. Harmonizing Risk and Reward. Fifth Edition. by Melanie Lockwood Herman

No Surprises. in Volunteer Management. Harmonizing Risk and Reward. Fifth Edition. by Melanie Lockwood Herman Fifth Edition No Surprises Harmonizing Risk and Reward in Volunteer Management by Melanie Lockwood Herman Copyright 2009 by the Nonprofit Risk Management Center All rights reserved. ISBN No. 978-1-893210-23-3

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

Strategic Planning (in nonprofit or for profit organizations)

Strategic Planning (in nonprofit or for profit organizations) Strategic Planning (in nonprofit or for profit organizations) Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997 2008. Adapted from the Field Guide to Nonprofit Strategic

More information

THE BUSINESS OF HEALTHY EMPLOYEES: A Survey of Workforce Health Priorities (2012)

THE BUSINESS OF HEALTHY EMPLOYEES: A Survey of Workforce Health Priorities (2012) THE BUSINESS OF HEALTHY EMPLOYEES: A Survey of Workforce Health Priorities (2012) Introduction A healthy workforce is a critical component of a healthy business. How organizations get there is the subject

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

Executive Search. Human Resource Consulting

Executive Search. Human Resource Consulting Executive Search Human Resource Consulting Our mission is to help our national and international clients attract, select, develop, and retain the best talent possible to ensure organizational effectiveness,

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

More information

Executive Director Performance Evaluation and Development Plan Self-Evaluation Summary

Executive Director Performance Evaluation and Development Plan Self-Evaluation Summary Executive Director Evaluation and Development Plan Self-Evaluation Summary Purpose: The purpose of this process is to provide feedback on Executive Director performance, enhance individual performance

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

RETAIL BANKING HOW TO IMPROVE CUSTOMER EXPERIENCE AND ADDRESS OMNI-CHANNEL CHALLENGES USING CUSTOMER FLOW MANAGEMENT METHODOLOGIES A QMATIC WHITEPAPER

RETAIL BANKING HOW TO IMPROVE CUSTOMER EXPERIENCE AND ADDRESS OMNI-CHANNEL CHALLENGES USING CUSTOMER FLOW MANAGEMENT METHODOLOGIES A QMATIC WHITEPAPER RETAIL BANKING HOW TO IMPROVE CUSTOMER EXPERIENCE AND ADDRESS OMNI-CHANNEL CHALLENGES USING CUSTOMER FLOW MANAGEMENT METHODOLOGIES A QMATIC WHITEPAPER 2013 Q-MATIC AB. All rights reserved. Version 1.0

More information

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014 in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong

More information

For advisers. More than just life insurance

For advisers. More than just life insurance For advisers More than just life insurance Life insurance is about more than just protecting your client s lifestyle and long term financial security. It can also change your client s life for the better

More information

Knox County Health Department Worksite Wellness Toolkit

Knox County Health Department Worksite Wellness Toolkit Knox County Health Department Worksite Wellness Toolkit For Small Businesses K n o x C o u n t y Health Department E v e r y P e r s o n, A H e a l t h y P e r s o n 140 Dameron Avenue Knoxville, Tennessee

More information

8 Steps for Leading the Change Process to a Paperless Agency July 25, 2013

8 Steps for Leading the Change Process to a Paperless Agency July 25, 2013 8 Steps for Leading the Change Process to a Paperless Agency July 25, 2013 Today s Presenters 2 John P. Kotter & Leading Change John Kotter s Bio Former professor at Harvard Authored 18 books on leadership

More information

2016 Wellness Benefits and Incentive Rewards

2016 Wellness Benefits and Incentive Rewards Simple Steps to Living Well Together 2016 Wellness Benefits and Incentive Rewards Caring for Your Health Worldwide ACHIEVING AND MAINTAINING GOOD HEALTH IMPORTANT STEPS FOR YOUR WELL-BEING The FOREIGN

More information

Supervisor s Guide to the New Employee On-Boarding Program

Supervisor s Guide to the New Employee On-Boarding Program Supervisor s Guide to the New Employee On-Boarding Program Office of Human Resources Training and Development On-Boarding and Engagement What this guide will do for you The Office of Human Resources On

More information